Mobile technology has caused a tremendous shift in the way consumers and employees view and interact with their world. Building mobile enterprise apps at a consumer quality level and building a process to replicate it over and over is difficult. How “mature” is your organisation in integrating mobile for improved processes, measured ROI and customer experience? Join our Webinar series to learn more.

1. WELCOME!
MOBILE STRATEGY
MATURITY MODEL
1

2. MOBILE STRATEGY MATURITY MODEL
Arjo van Oosten
VP Customer Experience Strategy
2

3. AGENDA
•
•
•
•
Mobile Strategy
Market Trends
App Center: Key challenges
The Mobile Strategy Maturity Model
• Introduction
• Chapter one: Organization and Strategy
• Key questions to ask your self
3

4. A TINY SQUARE…
APP
4

5. ACHIEVE SUSTAINABLE BUSINESS GROWTH & PROFIT
CX
=
A
+
R
+
E
APP
ACQUISITION
RETENTION
EFFICIENCY
(INCREASE
SALES)
(MONETIZE
RELATIONSHIPS)
(LEVERAGE
INVESTMENTS)
GENERATE
MORE
OPPORTUNITIES
INCREASE
SHARE
OF
WALLET
INCREASE
ROI
INCREASE
BRAND
EQUITY
DRIVE
LOYALTY
INCREASE
PRODUCTIVITY
INCREASE
MARKET
SHARE
DRIVE
ADVOCACY
DECREASE
COST
OF
OPERATIONS

6. RETURN ON MOBILE STRATEGY
B2E
2
APP
Idea
B2C
Aquisi=e
Reten=e
Efficiën=e
Mobile
B2B
B2E
C2B
APP
Idea
APP
Idea
APP
Idea
B2E
1
B2B
1
B2B
2
Core
APP
C2B
1
C2B
2
B2C
Temp
1
B2C
Temp
2

7. YOUR APP ECOSYSTEM IS BEING CHALLENGED
Tech Market
7

8. YOUR APP ECOSYSTEM IS BEING CHALLENGED
Consumer and Internal Expectations
More Apps
Faster Delivery
Higher Performance
8

9. YOUR APP ECOSYSTEM IS BEING CHALLENGED
Web Development Vs. App Development

10. YOUR APP ECOSYSTEM IS BEING CHALLENGED
Knowledge about Security, Connectivity, Re-use of Components
10

11. RETURN ON MOBILE (STRATEGY)
Result
App
Ecosystem
Challenges
User
(B2E
&
B2C)
Knowledge
Fragmenta=on
Acquisi=on
Security
Reten=on
Connec=vity
Efficiëncy
Architecture
Re-­‐use
Speed
11

12. POINTS OF IMPACT:
USER LIFE CYCLE & APP LIFE CYCLE
Marke=ng
&
Sales
Service
&
Support

13. MOBILE STRATEGY (CX) DESIGN APPROACH
STRATEGIC
BUSINESS
OBJECTIVES
Acquisi(on
Reten(on
Efficiency
IMPACT
ISSUES
INNOVATIONS
INSIGHTS
TRENDS
&
ACCELERATORS
Technology,
Behavioral,
Business
Trends
USER
NEEDS
(B2C
&
B2E)
Goals
Emo(ons
Interac(ons

14. MARKET TRENDS
14

15. COMPANIES STRUGGLE TO TRANSITION TO STRATEGIC MOBILITY
Opportunistic
Proportion of companies
Strategic
Mobile-First
The majority of companies
A small minority of companies
Very few, if any, companies
A reactive IT department
Mobility Center of Excellence: C-level
attention, self-empowered lines of
business, a responsive IT department
Organization-wide strategic focus
Low
Medium
High
Most of the time customers only. Sometimes siloed employee classes, typically
field and sales forces and applications
addressing basic informational interactions
Addresses large subsets of both
dedicatedly and occasional mobile workers
and more sophisticated offerings to
customers. Transactional driven
Affects all mobile workers and internal
activities and sophisticated customer
engagement
Limited extendibility of architecture
Common architecture for mobility
Common architecture for mobility and
integrated into most IT business processes
Siloed point solutions
Sophisticated administration and
management tools; voice, data and
integrated communications services
Integrated platform capabilities and
ubiquitous connectivity
Few formal policies with decisions heavily
user-influenced
Policy-driven approach for management,
security and compliance
Policy-driven and 'factory' approach to
mobile innovation, re-casting business
workflows
Mobile strategy center of
gravity
Level of business model
innovation
Users
Architecture
Technologies
Policies
15

16. THE OPPORTUNISTIC MARKET IN TRANSITION
1
"The early days of mobile adoption were characterized by experimentation and unfettered
departmental demand for mobile apps. These apps, funded by the business, tend to be natively
developed, and are built quickly and cheaply and often without coordination with the rest of the
organization or a view to long-term sustainment and value maximization.
2
Such experimentation and piloting are necessary for organizations to test and learn about mobility, with the
lessons learned that enterprise mobility can show significant business value, and that not embracing
enterprise mobility will put the organization at a competitive disadvantage.
3
Experimentation is giving way to a more thoughtful approach to mobility. Organizations are taking a
step back and rethinking how best to maximize the value of mobility.

17. THE TOTAL MARKET
IT priorities 2013-2014
• Organizations are prioritizing mobility initiatives high on
the investment agenda
• Mobility is changing consumer behavior and employee
access to information.
• Most mobility projects have been small-scale efforts,
with funding from various departmental heads, but are
picking up pace with an incredible acceleration at this
moment.
Forrester
Mobile
review
Oct
2013

18. KEY ROLE TRENDS
Multiple buying centers will continue, but IT is reasserting itself as the
key player in complex mobile initiatives
1) The environment for Marketing, sales and field service departments as key buyers
Fragmentation of mobility app development is common in most organizations. Each department and
business unit identifies its own need for mobile apps and engages their favorite boutiques to build them.
2) The environment for IT as key buyers
This wave of mobility services — dominated by boutiques and creative agencies — is hitting up against
the wall of extensibility.

19. TRENDS IN OS FRAGMENTATION
• Currently
duopoly:
iOS
and
Android
• iOS
and
Android
together
have
85-­‐90%
share
• Windows
Phone
share
is
growing,
and
is
the
third
OS
• BlackBerry
con=nues
its
decline
Smartphone sales OS market shares – unit percentages

20. TRENDS IN APP DEVELOPMENT PARADIGM
HTML5/JS
is
quickly
becoming
a
standard
for
wri=ng
apps
across
mul=ple
plaaorms
20

21. KEY APP CENTER CHALLENGES
21

22. Technology, Process, People
Organisation Challenge
Transition Challenge
Advanced app solutions | 22

23. APP CENTER SQUEEZE
•
•
•
•
Slow
Business
JusIficaIon,
Fast
GTM
requirement
IntegraIon
IntegraIon
IntegraIon
Leveraging
Supply
and
Demand
B2C
vs
B2E
•
•
•
•
IntegraIon
IntegraIon
IntegraIon
Mobile
Developers
don’t
Speak
Backend
Infrastructure
Mobile
enabled
Backend
Privacy
&
Security
23

24. AGILITY
Sales
rep
Tradi=onal
Mobile
enterprise
app
User
must
re-­‐
download
app
Request
denied,
rep
informed
Change
management
process
Does
it
fit
ini=al
requirements?
IT
reviews
request
for
approval
Deploy
Approved?
App
developers
Test/QA
Code
change
Design
change
24

25. WHAT’S THE NEED?
Current Situation
INCREASE
APP GTM SPEED
Need: “Instant Apps”

26. MATURITY MODEL
EXPLAINED
DISCLAIMER J
26

27. THE MATURITY MODEL BASICS
1. What is your Mobile Strategy Maturity goal?
2. How are you performing currently?
3. What are the gaps?
4. Define gaps that matter most
5. Prioritize and close the gaps
27

28. THE MATURITY MODEL BASICS
What is your goal?
Opportunistic
Proportion of companies
Strategic
Mobile-First
The majority of companies
A small minority of companies
Very few, if any, companies
A reactive IT department
Mobility Center of Excellence: C-level
attention, self-empowered lines of
business, a responsive IT department
Organization-wide strategic focus
Low
Medium
High
Siloed employee classes, typically field and
sales forces and applications addressing
basic customer interactions
Addresses large subsets of both
dedicatedly and occasional mobile workers
and more sophisticated offerings to
customers
Affects all mobile workers and internal
activities and sophisticated customer
engagement
Limited extendibility of architecture
Common architecture for mobility
Common architecture for mobility and
integrated into most IT business processes
Siloed point solutions
Sophisticated administration and
management tools; voice, data and
integrated communications services
Integrated platform capabilities and
ubiquitous connectivity
Few formal policies with decisions heavily
user-influenced
Policy-driven approach for management,
security and compliance
Policy-driven and 'factory' approach to
mobile innovation, re-casting business
workflows
Mobile strategy center of
gravity
Level of business model
innovation
Users
Architecture
Technologies
Policies
28

29. THE MATURITY MODEL BASICS
Assessment Axes
1.
2.
3.
4.
5.
6.
Strategy and Organization
Initiation and Design
Development and Maintenance
Test and Distribution
Security and Management
Backend and Integration
29

30. MATURITY MODEL
Goal, Axes, Level determination
OpportunisIc
Strategic
Mobile
First
MOBILE FIRST
Strategy
&
OrganisaIon
Prac=ce
observed
1
Leading
✔
Prac=ce
observed
2
x
✔
Prac=ce
observed
2
✔
x
✔
STRATEGIC
Practicing
OPPORTUNISTIC
Developing
Development
&
Maintenance
Prac=ce
observed
1
x
Optimising
IniIaIon
&
Design
Prac=ce
observed
1
x
Aware
30

31. THE MATURITY MODEL BASICS
Gap Identification
31

32. CHAPTER ONE:
STRATEGY AND ORGANIZATION (HIGH LIGHTS)
32

33. KEY PLAYERS
CIO
CTO
Designer
Scrum
master
CMO
Security
Officer
Developer
Tester
33

34. STRATEGY & ORGANIZATION (1/7)
Mobile
Strategy
Centre
of
Gravity
OpportunisIc
Strategic
Mobile
First
A
reacIve
IT
department
Mobility
Centre
of
Excellence;
C-­‐level
a^enIon,
self
empowered
LOB,
responsive
IT
department
OrganizaIon-­‐wide
strategic
focus
on
mobile
Prac=ces
Observed
Mobile
awareness
–
Mobile
awareness
and
competence
within
IT
is
emerging.
Web
processes
are
directly
mapped
on
mobile.
Emerging
strategy
for
mobile
Mobile
awareness
-­‐
Presence
of
a
Mobile
Excellence
Centre.
Clear
IT
mobile
strategy
Mobile
Awareness
–
Mobile
is
a
priority
instead
of
an
aherthought
in
order
to
capitalize
the
growth
and
capabili=es
of
the
medium.
Product
and
Services
are
tested
and
build
first
for
mobile
before
looking
at
web
Point
of
Contact
–
Business
uses
the
most
experienced
developer.
Emerging
mobile
competence
Point
of
contact
-­‐
Business
knows
where
to
go
with
mobile
ini=a=ves/concepts.
These
points
of
contact
and
contact
processes
are
formalized
Point
of
contact
–
There
are
no
separate
web/mobile
contact
points
anymore
Backend
interfaces
-­‐
Reac=ve
in
making
backend
interfaces
mobile
ready
Backend
interfaces
-­‐
Proac=ve
in
making
backend
interfaces
mobile
ready.
Clear
backend
strategy
Backend
interfaces
–
All
backend
interfaces
are
per
defini=on
designed
for
mobile
34

35. STRATEGY & ORGANIZATION (2/7)
Paradigm
Strategy
OpportunisIc
Client
is
aware
about
different
development
paradigms,
but
has
lec
the
choice
to
external
party
or
developer
Strategic
Client
has
made
a
well
thought
through
choice
in
development
paradigm
(naIve,
HTML5
or
hybrid,
mulI
plaform)
Mobile
First
Client
has
experience
with
all
development
paradigms
and
has
opImised
app
development
(factory)
to
choose
the
right
(mix
of)
paradigm
for
a
given
app
as
well
as
the
complete
app
ecosystem
Prac=ces
Observed
Development
–
Scope
limited
to
short
term
development
paradigms.
Development
tools
selected
only
supports
the
chosen
paradigm.
Development
is
hampered
by
the
fragmenta=on
consequences
of
the
chosen
paradigm
Development
–
Mid
term
development
is
also
in
scope
(+
12
months)
Development
tools
support
mul=ple
paradigms
and
support
mid
term
development
vision
(IT
&
Business)
Development:
Enterprise
wide
combina=on
of
paradigms
with
a
clear
policy
Ability
to
deliver,
without
paradigm
limita=ons.
Paradigms
dynamics
–
Paradigm
shihs
already
observed.
Ra=onale
for
paradigm
choice
not
always
well
thought
through.
Paradigm
choice
leh
to
external
party
or
developer
Paradigms
dynamics
–
Ra=onale
for
paradigm
is
well
thought
through.
Business
Units
IT
&
Business
select
paradigm
mix
and
select
matching
external
party
or
developer
Paradigms
dynamics
–
Ra=onale
for
paradigm
is
well
thought
through.
Enterprise
development
in
house
for
full
control
over
paradigm
mix
35

36. STRATEGY & ORGANIZATION (3/7)
App
ProducIon
Scalability
OpportunisIc
No
focus
on
scalability,
demand
is
a
'calculated'
risk.
“We
do
that
as
well”
Delivery
slips
all
the
Ime
Strategic
Strategic
technology
choices
with
regards
to
coverage
(features,
devices,
mobile
availability
of
backend
systems)
and
predictability
(Ime-­‐to-­‐market,
volume).
Trying
to
deliver
Mobile
First
Harvest,
fine-­‐tune
and
grow
the
mobile
business
according
to
the
scalable
technology
strategy.
Delivery
is
extremely
reliable
Prac=ces
Observed
OrganisaIon
–
plans
to
professionalise
the
dev
team,
towards
an
app
factory,
integrated
in
the
company
OrganisaIon
–
an
app
factory
streamlined
towards
the
roadmap.
Forward
looking.
Product
management
alignment.
OrganisaIon
-­‐
Extremely
flexible
to
upscale;
full
alignment
with
all
BU’s.
Matrix
structure.
Output
result:
Unmanaged
lifecycle,
ad-­‐hoc,
project
based
upgrades,
development
is
always
an
extra
burden
for
IT.
Output
result
-­‐
Choices
are
made
based
on
the
lifecycle
commitments
and
results.
Up
scaling
produc=on
is
always
possible.
Output
results
-­‐
Technology
and
implementa=on
is
con=nuously
updated,
upgraded
and
some=mes
replaced,
based
on
a
product
and
release
management
policy
and
governance.
Capacity
-­‐
based
on
“heroes”
Capacity
–
based
on
skill
management
Capacity
–
based
on
forward
plans
36

37. STRATEGY & ORGANIZATION (4/7)
App
Strategy
OpportunisIc
Apps
are
just
an
addiIon
to
web
as
another
channel
of
the
mulI
channel
engagement
Strategic
Mobile
First
Apps
are
tailored
to
the
characterisIcs
of
mobile
usage
Apps
are
the
mobile
engagement
layer
of
services
that
provide
a
desired
customer
experience
Prac=ces
Observed
App
vision
–
Mobile
apps
are
per
app
user
segment
treated
as
a
(user/product
silo)
and
Apps
are
developed
in
standalone
projects
App
vision
-­‐
Apps
are
part
of
a
app
poraolio
strategy
(app
ecosystem)
App
Vision:
Addressing
sophis=cated
customer
engagement
for
all
customers
as
well
as
mobile
users,
workers
and
internal
ac=vi=es
ResponsibiliIes
–
Emerging
app
ecosystem
ownership
(business/IT).
Emerging
corporate
app
ecosystem
control
ResponsibiliIes
–
Mobile
ecosystem
ownership
is
assigned
and
is
responsible
for
app
ecosystem
control
and
BU
alignment
ResponsibiliIes
–
App
ecosystem
ownership
is
assigned
and
is
responsible
for
app
ecosystem
control
and
corporate
alignment
37

38. STRATEGY & ORGANIZATION (5/7)
User
Mix
and
App
Maturity
OpportunisIc
Addressing
basic
interacIons
typically
customers
only
Strategic
Addressing
more
sophisIcated
offerings
to
customers
and
large
subsets
of
both
dedicated
and
occasional
mobile
workers
Mobile
First
Addressing
sophisIcated
customer
engagement
and
all
mobile
workers
and
internal
acIviIes
Prac=ces
Observed
General
App
Profile
–
Only
easily
accessible
content
is
General
App
Profile
–
Apps
can
access
data
with
integrated.
Difficult
integra=on
with
legacy
backend
data
complex
backends
and
content
sources.
Use
of
mobile-­‐
systems
only
aqributes
such
as
context
via
sensors
General
App
Profile:
Addressing
sophis=cated
customer
engagement
for
all
customers
as
well
as
mobile
users,
workers
and
internal
ac=vi=es
enterprise
wide
InteracIon
–
Apps
tend
to
be
one
direc=on
(like
news)
with
liqle
interac=on
and
no
transac=ons
InteracIon
–
User
generated
content
as
well
as
transac=onal
interac=ons
for
both
customers
as
well
as
employees.
Push
and
other
mechanisms
used
to
increase
relevancy.
InteracIon
–
User
generated
content
as
well
as
transac=onal
interac=ons
for
both
customers
as
well
as
employees
aligned
for
the
whole
corpora=on.
Integra=on
with
big
data
to
personalise
content
User
journey
–
Immature
apps
from
a
user
journey
point
of
view
User
journey
–
Mature
apps
from
a
user
journey
point
of
User
journey
–
Mature
apps
from
a
user
journey
point
of
view
for
both
customers
as
well
as
employees.
view
for
both
customers
as
well
as
employees.
Formalized
user
journey
app
development
Formalized
user
journey
app
development
38

39. STRATEGY & ORGANIZATION (6/7)
App
Lifecycle
Management
OpportunisIc
Client
only
considers
the
nearby
future
for
the
app.
Client
runs
mobile
project
as
a
separate
silos
Strategic
Client
focuses
on
integral
mulI
plaform
development
and
maintenance.
Occasional
updates
for
new
funcIonality
Mobile
First
Drum
beat
like
lifecycle
with
future
proof
updates
of
hardware
and
socware
updates
from
vendors,
user
trends
and
demands.
Prac=ces
Observed
Management
vision
–
emerging
roadmap
considera=ons.
Short-­‐term
app
func=onality
defined.
Reac=ve
app
lifecycle
maintenance.
Unexpected
backend
dependencies
frequently
arise.
Emerging
lifecycle
tooling.
Management
vision
-­‐
Feature
and
content
App
roadmap
in
place.
Occasional
updates
with
new
func=onality.
Technical
(back-­‐end)
dependencies
are
part
of
the
roadmap.
Tools
are
used
to
facilitate
process
(e.g.
App
Lifecycle
Plaaorm)
Lifecycle
focus
-­‐
Focus
is
primarily
on
development.
Design,
test
and
maintenance
considera=on
are
emerging.
Fragmented
lifecycle
responsibili=es.
Lifecycle
focus
–
Design,
tes=ng
and
maintenance
are
considered
equally
important
and
are
a
key
responsibility
of
a
Mobile
App
Competence
Centre
DTAP
–
Embryonic
DTAP
DTAP
–
In
place
Management
vision:
Client
has
implemented
programme
management
to
manage
app
ecosystem
to
ensure
synchronise,
standardise,
reuse
etc.
Extremely
frequent
mul=ple
app
updates
on
mul=ple
plaaorms,
including
backend
and
security
updates
DTAP
–
DTAP
fully
integrated
in
Con=nuous
Integra=on
processes
and
tooling.
39

40. STRATEGY & ORGANIZATION 7/7
Policies
OpportunisIc
Few
formal
policies
with
decisions
heavily
user
influenced
Strategic
Policy
driven
approach
for
management,
security
and
compliance
Mobile
First
Policy
driven
and
"factory"
approach
to
mobile
innovaIon
re-­‐casIng
business
workflows
Prac=ces
Observed
Influencers
–
Users
and
business
owners
determine
policy
Influencers
–
Mobile
policies
are
determined
at
BU
level
Influencers
–
Mobile
policies
are
determined
a
tcorporate
level
Wri^en
DescripIon
–
Emerging
policy
descrip=on
Wri^en
DescripIon
-­‐
Mobile
policy
descrip=on
is
available
at
BU
level
and
is
determining
project
approach,
compliance
towards
standards
and
security
Wri^en
DescripIon
-­‐
Mobile
policy
descrip=on
is
available
at
corporate
level
and
is
determining
project
approach,
compliance
towards
standards
and
security
ResponsibiliIes
–
Emerging
mobile
policy
ownership
(business/IT)
ResponsibiliIes
–
Mobile
policy
owner
is
assigned
and
is
responsible
for
mobile
policy
change
management
and
corporate
alignment
(BU
level)
ResponsibiliIes
–
Mobile
policy
owner
is
assigned
and
is
responsible
for
mobile
policy
change
management
and
corporate
alignment
(Corporate
Level)
40

41. MATURITY MODEL
Goal, Axes, Level determination
OpportunisIc
Strategic
Mobile
First
MOBILE FIRST
Strategy
&
OrganisaIon
Prac=ce
observed
1
Leading
✔
Prac=ce
observed
2
x
✔
Prac=ce
observed
2
✔
x
✔
STRATEGIC
Practicing
OPPORTUNISTIC
Developing
Development
&
Maintenance
Prac=ce
observed
1
x
Optimising
IniIaIon
&
Design
Prac=ce
observed
1
x
Aware
41

42. The Maturity Model Basics
Gap Identification
42

43. CLOSING THE GAPS
STRATEGIC
BUSINESS
OBJECTIVES
Acquisi(on
Reten(on
Efficiency
IMPACT
ISSUES
INNOVATIONS
INSIGHTS
TRENDS
&
ACCELERATORS
Technology,
Behavioral,
Business
Trends
USER
NEEDS
(Internal,
B2E
&
B2C)
Goals
Emo(ons
Interac(ons

44. YOU ARE INTERESTED IN A MOBILE
STRATEGY MATURITY ASSESSMENT?
AVANOOSTEN@SERVICE2MEDIA.COM
Q&A
44

45. Next Webinar
February 13
App Center Initiation,
App Initiation & Design
45